Agile Project Management
What is Scrum?
History of Scrum
Functionality of Scrum
Components of Scrum
Scrum Roles
The Process
Scrum Artifacts
Scaling Scrum
Evolution of Scrum
I got a copy of this from the internet, and it was not written by me. yet I found this PPT quite helpful for you to understand the Scrum, so just enjoy it.
Scrum is about Teams producing Results in an agile way. Scrum Teams achieve results anyway they can by using a simple set of rules to guide effort. We will describe scrum as a simple applied model so that a central understanding of scrum can be built. This talk will conclude with a Quick Summary of Scrum.
This presentation describes the basics of Agile methodologies and how it is differed from Waterfall. Then continues with the most famous Agile approach: Scrum
Agile Project Management
What is Scrum?
History of Scrum
Functionality of Scrum
Components of Scrum
Scrum Roles
The Process
Scrum Artifacts
Scaling Scrum
Evolution of Scrum
I got a copy of this from the internet, and it was not written by me. yet I found this PPT quite helpful for you to understand the Scrum, so just enjoy it.
Scrum is about Teams producing Results in an agile way. Scrum Teams achieve results anyway they can by using a simple set of rules to guide effort. We will describe scrum as a simple applied model so that a central understanding of scrum can be built. This talk will conclude with a Quick Summary of Scrum.
This presentation describes the basics of Agile methodologies and how it is differed from Waterfall. Then continues with the most famous Agile approach: Scrum
Agile , SCRUM
Introduction
What is Agile Methodology?
What is Scrum?
History of Scrum
Functionality of Scrum
Components of Scrum
Scrum Roles
The Process
Scrum Artifacts
Scaling Scrum
Q & A Session
In this interactive webinar, the participants will get an overview of the fundamental principles and mechanics of Scrum, thereby understanding the benefits of adopting Scrum principles and values in an organization
In this interactive webinar, the participants will get an overview of the fundamental principles and mechanics of Scrum, thereby understanding the benefits of adopting Scrum principles and values in an organization
In this interactive webinar, the participants will get an overview of the fundamental principles and mechanics of Scrum, thereby understanding the benefits of adopting Scrum principles and values in an organization
Introduction to Scrum presentation which outlines common issues in software development, what is Scrum, and an introduction to the Scrum framework. This presentation has been used for training and presentations to both technology and business audiences.
In this interactive webinar, the participants will get an overview of the fundamental principles and mechanics of Scrum, thereby understanding the benefits of adopting Scrum principles and values in an organization
In this interactive webinar, the participants will get an overview of the fundamental principles and mechanics of Scrum, thereby understanding the benefits of adopting Scrum principles and values in an organization
In this interactive webinar, the participants will get an overview of the fundamental principles and mechanics of Scrum, thereby understanding the benefits of adopting Scrum principles and values in an organization
In this interactive webinar, the participants will get an overview of the fundamental principles and mechanics of Scrum, thereby understanding the benefits of adopting Scrum principles and values in an organization
Agile , SCRUM
Introduction
What is Agile Methodology?
What is Scrum?
History of Scrum
Functionality of Scrum
Components of Scrum
Scrum Roles
The Process
Scrum Artifacts
Scaling Scrum
Q & A Session
In this interactive webinar, the participants will get an overview of the fundamental principles and mechanics of Scrum, thereby understanding the benefits of adopting Scrum principles and values in an organization
In this interactive webinar, the participants will get an overview of the fundamental principles and mechanics of Scrum, thereby understanding the benefits of adopting Scrum principles and values in an organization
In this interactive webinar, the participants will get an overview of the fundamental principles and mechanics of Scrum, thereby understanding the benefits of adopting Scrum principles and values in an organization
Introduction to Scrum presentation which outlines common issues in software development, what is Scrum, and an introduction to the Scrum framework. This presentation has been used for training and presentations to both technology and business audiences.
In this interactive webinar, the participants will get an overview of the fundamental principles and mechanics of Scrum, thereby understanding the benefits of adopting Scrum principles and values in an organization
In this interactive webinar, the participants will get an overview of the fundamental principles and mechanics of Scrum, thereby understanding the benefits of adopting Scrum principles and values in an organization
In this interactive webinar, the participants will get an overview of the fundamental principles and mechanics of Scrum, thereby understanding the benefits of adopting Scrum principles and values in an organization
In this interactive webinar, the participants will get an overview of the fundamental principles and mechanics of Scrum, thereby understanding the benefits of adopting Scrum principles and values in an organization
GSA 2016 Talk: Inferring Ancestor-Descendant Relationships in the Fossil Reco...David Bapst
Tip-dating and cal3 are new methods that allow us to quantitatively infer the placement of fossil morphotaxa in ancestor-descendant sequences in phylogenies.
Full abstract here:
https://gsa.confex.com/gsa/2016AM/webprogram/Paper277591.html
Evolution 2012 Talk: When do we Lack Resolvable Clades?David Bapst
A talk presenting my work recently published in PLoS One, at the Evolution meeting in 2012, in Ottawa. Examples of morphological differentiation illustrated with colorful pictures of a group known to many.
You can find the published paper here, without the pocket monsters:
Bapst DW (2013) When Can Clades Be Potentially Resolved with
Morphology? PLoS ONE 8(4): e62312. doi:10.1371/journal.pone.0062312
http://www.plosone.org/article/info%3Adoi%2F10.1371%2Fjournal.pone.0062312
Obviously all the Pokemon are copyright of Nintendo of America. But how useful pedagogically they were!
The Pt. adaptation on his complete dentures are based on the ability of the dentures to restore the missed functions due to the loss of the teeth. Good impression is the first step in the success of the complete dentures. A trial to review all the basics necessary to have a good impression is exposed in this lecture.
Scrum has garnered increasing popularity in the agile software development community due to its simplicity, proven productivity, and ability to act as a wrapper for various engineering practices promoted by other agile methodologies.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Public Speaking Tips to Help You Be A Strong Leader.pdf
Scrum
1. SCRUM –
Agile Project Management
Joint Advanced Student School
Maria Belkina
Jennifer Schiller
Maxim Masunov
Vycheslav Filippov
April 2006
2. JASS 2006 Agile Project Management - Scrum2
Agenda
Introduction
Agile Project Management
What is Scrum?
History of Scrum
Functionality of Scrum
Components of Scrum
Scrum Roles
The Process
Scrum Artifacts
Scaling Scrum
Evolution of Scrum
Scrum & XP
Conclusion
3. JASS 2006 Agile Project Management - Scrum3
Introduction
Classical methods of software development
have many disadvantages:
- huge effort during the planning phase
- poor requirements conversion in a rapid changing
environment
- treatment of staff as a factor of production
New methods:
Agile Software Development
4. JASS 2006 Agile Project Management - Scrum4
Manifesto for Agile SD
Based on the Manifesto for Agile
Software Development
Individuals and interactions over processes and
tools
Working software over comprehensive
documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
5. JASS 2006 Agile Project Management - Scrum6
Agile Methods
Agile methods:
Scrum
Extreme Programming
Adaptive Software Development (ASD)
Dynamic System Development Method (DSDM)
…
Agile Alliance
A non-profit organization promotes agile
development
6. JASS 2006 Agile Project Management - Scrum7
What is Scrum?
Definition from rugby football:
a scrum is a way to restart the game after
an interruption, where the forwards of each
side come together in a tight formation and
struggle to gain possession of the ball when
it is tossed in among them
7. JASS 2006 Agile Project Management - Scrum8
Scrum - an agile process
SCRUM is an agile, lightweight process for managing
and controlling software and product development in
rapidly changing environments.
Iterative, incremental process
Team-based approach
developing systems/ products with rapidly changing
requirements
Controls the chaos of conflicting interest and needs
Improve communication and maximize cooperation
Protecting the team form disruptions and
impediments
A way to maximize productivity
8. JASS 2006 Agile Project Management - Scrum9
History of Scrum
1995:
analysis of common software development processes not
suitable for empirical, unpredictable and non-repeatable
processes
Design of a new method: Scrum by Jeff Sutherland & Ken
Schwaber
Enhancement of Scrum by Mike Beedle & combination of
Scrum with Extreme Programming
1996:
introduction of Scrum at OOPSLA conference
2001:
publication “Agile Software Development with Scrum” by
Ken Schwaber & Mike Beedle
Successful appliance of Scrum in over 50 companies
Founders are members in the Agile Alliance
10. JASS 2006 Agile Project Management - Scrum11
Components of Scrum
Scrum Roles
The Process
Scrum Artifacts
11. JASS 2006 Agile Project Management - Scrum12
Scrum Master
Represents management to the
project
Typically filled by a Project Manager
or Team Leader
Responsible for enacting scrum
values and practices
Main job is to remove impediments
12. JASS 2006 Agile Project Management - Scrum13
The Scrum Team
Typically 5-10 people
Cross-functional (QA, Programmers,
UI Designers, etc.)
Members should be full-time
Team is self-organizing
Membership can change only between
sprints
13. JASS 2006 Agile Project Management - Scrum14
Product Owner
Acts like one voice (in any case)
Knows what needs to be build
and in what sequence this should
be done
Typically a product manager
15. JASS 2006 Agile Project Management - Scrum16
Sprint Planning Meeting
A collaborative meeting in the
beginning of each Sprint between the
Product Owner, the Scrum Master
and the Team
Takes 8 hours and consists of 2 parts
(“before lunch and after lunch”)
16. JASS 2006 Agile Project Management - Scrum17
Parts of Sprint Planning Meeting
1st
Part:
Creating Product Backlog
Determining the Sprint Goal.
Participants: Product Owner, Scrum
Master, Scrum Team
2nd
Part:
Participants: Scrum Master, Scrum Team
Creating Sprint Backlog
17. JASS 2006 Agile Project Management - Scrum18
Pre-Project/Kickoff Meeting
A special form of Sprint Planning
Meeting
Meeting before the begin of the
Project
18. JASS 2006 Agile Project Management - Scrum19
Sprint
A month-long iteration, during which
is incremented a product functionality
NO outside influence can interference
with the Scrum team during the
Sprint
Each Sprint begins with the Daily
Scrum Meeting
19. JASS 2006 Agile Project Management - Scrum20
Daily Scrum
Is a short (15 minutes long) meeting,
which is held every day before the
Team starts working
Participants: Scrum Master (which is
the chairman), Scrum Team
“Chickens” and “Pigs”
Every Team member should answer
on 3 questions
20. JASS 2006 Agile Project Management - Scrum21
Questions
What did you do since the last
Scrum?
What are you doing until the next
Scrum?
What is stopping you getting on with
the work?
21. JASS 2006 Agile Project Management - Scrum22
Daily Scrum
Is NOT a problem solving session
Is NOT a way to collect information
about WHO is behind the schedule
Is a meeting in which team members
make commitments to each other and
to the Scrum Master
Is a good way for a Scrum Master to
track the progress of the Team
22. JASS 2006 Agile Project Management - Scrum23
Sprint Review Meeting
Is held at the end of each Sprint
Business functionality which was
created during the Sprint is
demonstrated to the Product Owner
Informal, should not distract Team
members of doing their work
24. JASS 2006 Agile Project Management - Scrum25
Product Backlog
Requirements for a system, expressed as a
prioritized list of Backlog Items
Is managed and owned by a Product Owner
Spreadsheet (typically)
Usually is created during the Sprint
Planning Meeting
Can be changed and re-prioritized before
each PM
25. JASS 2006 Agile Project Management - Scrum26
Estimation of Product Backlog
Items
Establishes team’s velocity (how much
Effort a Team can handle in one Sprint)
Determining units of complexity.
Size-category (“T-Shirt size”)
Story points
Work days/work hours
Methods of estimation:
Expert Review
Creating a Work Breakdown Structure (WBS)
26. JASS 2006 Agile Project Management - Scrum27
Product Backlog
Is only a FORECAST!-> is not exact
27. JASS 2006 Agile Project Management - Scrum28
Sprint Backlog
A subset of Product Backlog Items,
which define the work for a Sprint
Is created ONLY by Team members
Each Item has it’s own status
Should be updated every day
28. JASS 2006 Agile Project Management - Scrum29
Sprint Backlog
No more then 300 tasks in the list
If a task requires more than 16
hours, it should be broken down
Team can add or subtract items from
the list. Product Owner is not allowed
to do it
29. JASS 2006 Agile Project Management - Scrum30
Sprint Backlog
Is a FORECAST!
Is a good warning monitor
30. JASS 2006 Agile Project Management - Scrum31
Burn down Charts
Are used to represent “work done”.
Are wonderful Information Radiators
3 Types:
Sprint Burn down Chart (progress of the
Sprint)
Release Burn down Chart (progress of
release)
Product Burn down chart (progress of
the Product)
31. JASS 2006 Agile Project Management - Scrum32
Information Radiator
"Two characteristics are key to a
good information radiator. The first is
that the information changes over
time. This makes it worth a person's
while to look at the display... The
other characteristic is that it takes
very little energy to view the display."
32. JASS 2006 Agile Project Management - Scrum33
Burn down Charts
X-Axis: time (usually in days)
Y-Axis: remaining effort
33. JASS 2006 Agile Project Management - Scrum34
Sprint Burn down Chart
Depicts the total Sprint Backlog hours
remaining per day
Shows the estimated amount of time
to release
Ideally should burn down to zero to
the end of the Sprint
Actually is not a straight line
Can bump UP
34. JASS 2006 Agile Project Management - Scrum35
Release Burn down Chart
Will the release be done on right
time?
X-axis: sprints
Y-axis: amount of hours remaining
The estimated work remaining can
also burn up
35. JASS 2006 Agile Project Management - Scrum36
Alternative Release Burn down
Chart
Consists of bars (one for each sprint)
Values on the Y-axis: positive AND
negative
Is more informative then a simple
chart
36. JASS 2006 Agile Project Management - Scrum37
Product Burn down Chart
Is a “big picture” view of project’s
progress (all the releases)
37. JASS 2006 Agile Project Management - Scrum38
Scaling Scrum
A typical Scrum team is 6-10 people
Jeff Sutherland - up to over 800
people
"Scrum of Scrums" or what called
"Meta-Scrum“
Frequency of meetings is based on
the degree of coupling between
packets
40. JASS 2006 Agile Project Management - Scrum41
XP@Scrum
Scrum is an effective project
management wrapper for eXtreme
Programming development practices,
which enables agile projects to
become scalable and developed by
distributed teams of developers.
41. JASS 2006 Agile Project Management - Scrum42
Pro/Con
Advantages
Completely developed
and tested features in
short iterations
Simplicity of the process
Clearly defined rules
Increasing productivity
Self-organizing
each team member
carries a lot of
responsibility
Improved
communication
Combination with
Extreme Programming
Drawbacks
“Undisciplined hacking”
(no written
documentation)
Violation of
responsibility
Current mainly carried
by the inventors
42. JASS 2006 Agile Project Management - Scrum43
Conclusion
Thanks for you attention!
Any questions?
Editor's Notes
Successful = increase in productivity, satisfied/ happy team